This is the eBook version of the printed book. It is commonly believed that the computer-based systems most organizations rely on to support their businesses are not very smart. Many of the business decisions these companies make tend to be hidden in systems that make poor decisions, or don't make them at all. Further, most systems aren't configured to learn from the past and therefore struggle to keep up with the pace of change. While many organizations believe the answer is to implement newer, "intelligent" systems, the fact is that much of today's existing technology has the potential to be "smart enough" to make a big difference to an organization's business. This digital Short Cut lays out a cry for systems that are smart enough to help companies survive and thrive in the world as it is today. Showing how the neglect of operational decisions prevents effective implementation of strategy and describing the characteristics of effective operational decision-making, the Short Cut establishes the role of operational decisions. The characteristics of the smart enough systems modern business needs are explained, and the absolute requirement for a new approach is outlined. This Short Cut is a reproduction of the “Smart Enough Systems Manifesto” and “Why You Need Smart Enough Systems” chapters from the book. This Short Cut should be of interest to software and business professionals. In particular, it will be of value to those managing information systems and application development projects in defining the goals they should have in building better systems, and to business owners who are frustrated by their current systems but cannot articulate how or why to change things. Contents The “Smart Enough Systems” Manifesto Operational Decisions Are Important Operational Decisions Can and Should Be Automated Taking Control of Decisions is Increasingly a Source of Competitive Advantage The Need for Smart Enough Systems The Importance of Operational Decisions Strategy Drives Decision-making Strategy Is Not Static Operational Decisions Matter Operational Decisions Are Under Pressure Operational Decision-Making as a Corporate Asset Characteristics of Operational Decisions Characteristics of Corporate Assets Introducing Smart Enough Systems Characteristics of Smart Enough Systems Current Approaches Fail Decision Management Is Required Introducing Smart Enough Logistics

Today's digital production tools empower the small team to produce multimedia projects that formerly required large teams. Orchestrating a production requires more than proficiency with the postproduction tools. Final Cut Pro Workflows: The Independent Studio Handbook offers a cookbook of postproduction workflows that teams can follow to deliver an array of products to their clients. It describes appropriate postproduction workflows, team roles and responsibilities, and required equipment for some of the most common media productions. Combining the wisdom of traditional roles and responsibilities with an understanding of how FCP facilitates a new flexibility where these roles/responsibilities can be redistributed, this book sheds light on workflow processes and responsibilities, and includes 7 real-world workflows from a diverse range of projects: * Money-Saving Digital Video Archive * Long-Form Documentary with Mixed Sources * Web-Based Viewing and Ordering System * 30-Second Spot for Broadcast * Multi-Part TV Series with Multiple Editors * DVD Educational Supplement * Music Video with Multi-Cam Editing and Multiple Outputs The book also provides access to a companion website that features additional electronic chapters focusing on Final Cut Server, Apple's powerful new media asset management and workflow automation software. Written with a unique iconography to better convey key points and applicable to all levels of FCP users, Final Cut Pro Workflows: The Independent Studio Handbook is a vital reference tool for every postproduction house.

In his new book, Microsoft chairman and CEO Bill Gates discusses how technology can help run businesses better today and how it will transform the nature of business in the near future. Gates stresses the need for managers to view technology not as overhead but as a strategic asset, and offers detailed examples from Microsoft, GM, Dell, and many other successful companies. Companion Web site.

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